NHS FIFE
ANNUAL STATEMENT OF ASSURANCE OF NHS FIFEREDESIGN COMMITTEE FOR 2012– 2013
ANNUAL REPORT OF NHS FIFE SERVICE REDESIGN COMMITTEE FOR 2012/13
PURPOSE
1.1The Service Redesign Committee is a Standing Committee of Fife NHS Boardand reports directly to the Board on its work.
1.2Its purpose is to provide the Board with the assurance that service redesign arrangements are operating effectively and efficiently and that NHS Fife’s major service strategies are implemented in accordance with Board policies, priorities and overall financial framework.
MEMBERSHIP
ChairMrs A McGovern, Non-Executive Member of the Board
MembersMrs S Archibald, Non-Executive Member of the Board
Mrs M Dennison/Ms R Abbot,Public Partner
Ms L Parsons, Area Partnership Forum
Ms A Rooney, Non-Executive Member of the Board
Mr J Winton, Non-Executive Member of the Board
Mrs Dennison resigned from the Committee and her last meeting was in April 2012. Mrs Dennison was replaced in August by Ms Abbot, who attended subsequent Committee Meetings in the capacity of Public Representative.
MEETINGS
During the year 2012/13 the Committee met four times;
26th April 2012
14th August 2012
17th January 2013
15th February 2013
BUSINESS
At its meetings in 2012/13,the Committee considered the following items of business:
Details of the substantive business items on the agenda of each meeting are attached at Appendix 2.
- Children’s Services
- Board on Board Event and Draft Action Plan
- GH&MS Updates
- Muiredge project
- Eye Care Integration Project
- NHS Fife Strategic Overview
- Integrated Care Assessment & Support Service (ICASS)
- SHINE Project
- Pharmaceutical Care Services
- Joint Health & Social Care Strategy for Older People in Fife
- Mental Health Services
- Falls Prevention Programme
- Detect Cancer Early
- Corporate Redesign Programme
- Clinical Improvement Programme/Healthcare Improvement Plan
- Quality Improvement Hub
- Getting Better in Fife
- Redesign Committee Work Plan
- Balanced Scorecard
The Quality Improvement Hub which has evolved during 2012/13 alongside the development of the Getting Better in Fife initiative and the Corporate Redesign Programme/Healthcare Improvement Plan have all provided a point of reference for the Committee in 2012/13.
BEST VALUE
The Board is required to provide overt assurance on Best Value. Appendix 3 provides evidence of where and when the Committee considered the relevant characteristics of the approved framework during 2012/13.
RISK MANAGEMENT
Risks in relation to Redesign have historically been managed by individual projects and there was no formal risk register for the Redesign Committee. In future, corporate level risks will be identified and appropriately managed by SMT Redesign and the Redesign Committee and the Redesign Risk Register will become a standing item for the Committee at two meetings per year.
CONCLUSION
As Chair of the Redesign Committee during financial year 2012/13, I am satisfied that the integrated approach, the frequency of meetings, the breadth of the business undertaken and the range of attendees at meetings of the Committee have allowed us to fulfil our remit as detailed in the Code of Corporate Governance. As a result of the work undertaken during this year, I can confirm that adequate and effective arrangements were in place throughout NHS Fife during the year.
I would pay tribute to the dedication and commitment of fellow members of the Committee and to all attendees. I would thank all those members of staff who have prepared reports and attended meetings of the Committee.
______(signed)”
Mrs A McGovern
Chair, Redesign Committee
Appendix 1
Redesign Committee Attendance Record 2012/13
Members / DatesName / 26 April 2012 / 14 August 2012 / 17 January 2013 / 15 February 2013
Mrs A McGovern / / /
Mrs M Dennison /
Ms R Abbot / /
Ms L Parsons / / /
Ms A Rooney / /
Mr J Winton / / / /
Ms S Archibald /
Attendees / Dates
Name / 26 April / 14 August / 17 January / 15 February
Dr L Anderson / /
Dr G Birnie
Mrs C Bowring / /
Mr A Briggs /
Mrs A Buchanan
Mr G Cunningham / /
Dr E Coyle / /
Ms I Hale / /
Mrs V Irons
Ms R King /
Mr K Laurie
Mrs S Manion / / /
Mrs I McGonnigle / /
Dr B Montgomery / / / /
Mrs M Porter /
Mr J Wilson / / /
Minutes / Fiona Thow / Paula King / Fiona Thow / Fiona Thow
NB Attendance was compromised due to meeting dates being rescheduled at short notice because of unforeseen circumstances.
Appendix 2
NHS FIFE SERVICE REDESIGN COMMITTEE
SCHEDULE OF BUSINESS CONSIDERED 2012/13
26 April 2012
Minutes of Meeting of SMT (Redesign)
Reshaping Care for Older People (Change Fund)
Redesign Committee Terms of Reference
Children’s Services
Annual Assurance Statement
Corporate Redesign Programme 2011/12
Clinical Improvement Programme 2012/13
Board on Board Event and Draft Action Plan
GH&MS Update
14 August 2011
Minutes of Meetings of SMT (Redesign)
Reshaping Care for Older People (ICASS)
Muiredge Project – Presentation
Eye Care Integration project – presentation
NHS Fife Strategic Overview
Quality Improvement Hub
Getting Better in Fife
Clinical Improvement Programme 2012/13
Redesign Committee Work Plan
Balanced Scorecard – Clinical Redesign
17 January 2013
Minutes of Meetings of SMT (Redesign)
ICASS Presentation
SHINE – end of project Report
Pharmaceutical Care Services in NHS Fife 2013-14
Joint Health & Social Care Strategy for Older People in Fife 2011-2026
Quality Improvement Hub
Getting Better in Fife
Clinical Improvement Programme 2012/13
Redesign Committee Work Plan
Balanced Scorecard
Best Value
15 February 2013
Minutes of Meeting of SMT (Redesign)
Mental Health – Presentation
Falls Prevention Programme – Presentation
Detect Cancer Early – Presentation
Quality Improvement Hub
Healthcare Improvement Plan 2012/13
Redesign Committee Work Plan
Balanced Scorecard
Best Value
Executive and Non-Executive leadership ensure accountability and transparency through effective performance reporting for both internal and external stakeholders and that there is a willingness to be open to external scrutiny, for example, through formal external accreditation tools. / Consideration of relevant external reports included within remit and workplans of relevant committees.Formal consideration/mapping by Committees and Board of independent sources of assurance / Board/Committees
Board/Committees / Annual
Biennial / Appropriate standards are taken account of as part of specific redesign projects and activities
There is an explicit and systematic approach to integrating continuous improvement into everyday working practices and involving all staff in developing the organisation’s approach to Best Value. / Service Redesign Workplan
Healthcare Improvement Plan containing specific reference to continuous improvement and Best Value / Service Redesign Committee
Service Redesign Committee / Annual
Each meeting / Discussed at August 2012, January 2013 and February 2013 meetings.
A major and consistent redesign driver and metric is the attainment of improved quality through efficiency.
The organisation regularly conducts review and option appraisal processes of all areas of work that are rigorous and transparent and develop improvement actions which are clearly described, readily understood, clearly explained in terms of importance, relevance and priority and demonstrably integrated into the organisation’s management arrangements. / Service Re-design Workplan and Corporate Redesign Programme/Healthcare Improvement Plan
Individual redesign projects PIDs and project plans / Service Re-design Committee
Project Boards and lead groups for individual projects / Annual
Ongoing / Redesign Programme discussed at every meeting
Progress with individual projects noted via Redesign Programme
Leaders champion the use of performance management (including self assessment) as a key means for achieving improvement. Leaders lead by example in proactively managing performance and talking publicly about improving performance. / Balanced Scorecard / Board/Committees / Ongoing / Noted and discussed at the August 2012 and January 2013 meetings
Performance is systematically measured across all key areas of activity and that a performance management framework for the organisation extends throughout the structures of delivery in order to ensure effective governance and accountability and enable public performance mechanisms which track delivery outputs and outcomes through to high level objectives. / Balanced Scorecard
Relevant aspects of Balanced Scorecard / Board/Committees
Committees / Ongoing
Ongoing / Noted and discussed at the August 2012 and January 2013 meetings
Noted and discussed as above
- using sound science responsibly
Service Redesign Work Plan / Service Redesign Committee / Ongoing / Standing items on Committee Agenda, reviewed at every meeting.